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Interim Executives & Professionals

Adapt and accelerate with interim talent.

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Get lasting results in days, not decades. Talk to our interim recruiters

Through rapid access to in-demand talent, we help your organization to accelerate change and move forward with speed, confidence and precision. Our interim executives and professionals are a catalyst for accelerating change and ensuring your organization meets milestones and deadlines.

Our interim executive recruiters identify opportunities to modernize your workforce - and pinpoint the right interim talent to drive transformation, innovation, growth and high-performance. Working with you, we enable your organization to achieve deadline-driven outcomes, while minimizing risk in an unpredictable world.

Time is of the essence, and you need a partner with access to the highest quality, proven talent ready to work for you today. Whether you need an interim CEO, interim director, or interim manager, Korn Ferry's robust talent network combined from the acquisitions of ICS , Lucas Group , Patina Solutions and Salo , has built the largest network of proven interim executive and professional talent.

Looking to hire management level contractors?

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What Is Korn Ferry Interim?

The Buyer's Guide to Interim Talent

Utilize our guide to get interim and contract talent right.

Functions We Serve

Financial officers.

• Human Resources
• Supply Chain

Technology Officers

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Talk to an Interim Expert

Interim executives & professionals solve a range of talent needs, a total talent strategy is more than permanent talent.

Interim executives and professionals drive the outcomes you need today and tomorrow. Top performers are increasingly defining when, where and how they work. Many are choosing interim to suit their lifestyle. From short to long term or unplanned to strategic, we have access to the highest quality in-demand talent to fit your needs.

Critical issues

Disruptions occur at the global, national, and even local level that create critical issues for your organization. We rapidly identify and deploy the right interim executives or professionals who will minimize disruption and achieve time-critical outcomes for major transformations or issues that arise. Keep moving forward with confidence.

Projects or initiatives

As organizations grow, new projects are integral for continuous improvement and continued business optimization. To build the highest quality team, there is no better option than interim talent. The flexibility of interim talent allows you to scale your team according to your timeline with proven, goal oriented experts who are on hand to see your outcomes met.

Specific expertise

Need to add specialized depth to your team? Interim executives and professionals have proven skill sets that they've fostered throughout their careers. Hiring interim talent to supplement your workforce grants your team flexibility while ensuring business continuity and helping you mitigate risk.

You need the strength of an experienced executive or professional who understands the execution and challenges of the open role in your organization. An interim hire can deliver the outcomes you need with proven expertise. Whether your need is short term or you are considering interim-to-hire, we have access to the highest caliber talent.

Are you looking for interim work?

If you are an executive or professional looking for your next interim role, we are the partner for you. Register with us today.

How We Help You

Our global talent network allows us to provide your teams with real-time deep expertise when and for how long you need it. We support and complement your team by temporarily filling key roles, supporting critical issues, projects or initiatives, or providing specific expertise.

Identify opportunities for an agile workforce

Legacy workforce models are giving way to more on-demand models that can address speed, complexity, growing and disruptive competition, and the global nature of business. We identify opportunities to modernize your workforce and pinpoint the right interim executives and professionals to drive your desired outcomes.

Drive business outcomes with executive and professional talent

We deploy experienced interim executives and professionals who enable your organization to achieve specific outcomes – minimizing risk while meeting tight timelines. Hiring interim talent to supplement your workforce allows you flexibility and the agility and depth needed to deliver.

Place time-critical talent for key roles

We have rapid access to in-demand talent. By putting an expert in place fast, we enable your organization to maintain business continuity or deal swiftly with crises. Experienced interim talent minimizes disruption to your business and allows you to keep moving forward with confidence.

Enhance hiring outcomes with data-driven insights

We’ve developed Success Profiles that show the skillset and mindset needed for the roles you need to fill. These profiles power our Intelligence Cloud and show you what good looks like. We create a blueprint for your best possible team, built on big data analytics.

Access to proven organizational consulting

As a proven, global organizational consulting firm, we work with you to design optimal organization structures, roles, and responsibilities. Our scope of talent acquisition ensures you have access to hire the right talent for your needs. Taking you further, we have the capabilities to advise you how to reward, motivate and develop your workforce as they navigate and advance their careers.

Meet our Interim Experts

Vice President, National HR Sales, Interim

Nikki Kietzer

Managing Partner

Kate McLellan

Managing Partner, Sales and Chief Sales Officer

Matthew Pfennig

Vice President, National Finance Sales

Loralee Wick

Let us be part of your success story.

Contact us to work with our team and drive better business outcomes through agile, high-performing interim talent.

Frequently Asked Questions for Interim

What's the meaning of interim leadership.

Organizations often have short- or mid-term people needs due to critical issues, projects or initiatives, need specific expertise or an open key role.  Hiring a leader temporarily to fill the need at hand helps your organization move with agility and get you the proven, experienced talent needed.

What's the difference between acting and interim?

When someone within your organization steps in to fill a role temporarily until a permanent hire can be made, that individual is “acting” in that role.

An interim individual is brought in from outside of the organization to fill a role while a permanent hire is found. The interim individual has extensive experience in that role with other organizations and will help keep operations running smoothly while the team focuses on hiring or other strategic initiatives. The interim executive or professional helps keep people resources from being stretched too thin during a transition.

How do we find an interim leader for our organization?

Partnering with an interim search firm like Korn Ferry will get the job done. We make interim easy to implement by providing an end-to-end talent solution: sourcing, selection, onboarding, payroll and benefits, coaching/management, and off boarding.

How long do interim positions typically last?

There is no “typical” in Interim. An interim position can be filled on a short- or long-term basis. The time commitment is agreed upon at the beginning of the assignment by both parties with an opportunity to extend if the demands or scope of the assignment change. It could be a 1-week consultation or a yearlong execution of a project. The benefit of Interim is it lasts according to your needs.

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Discover Challenging Interim Positions at Striive

How does Striive work?

At Striive, you can easily create a profile, search for assignments, and start working on new projects right away. Our platform is designed to support your professional growth and help you find the best freelance assignments. Sign up, complete your profile and indicate your preferences. Get in touch with clients and start new projects quickly.

Get started with Striive today and discover how our platform can boost your interim career.

Wat wordt bedoeld met werken als interimmer?

Het werken als interim professional houdt in dat je tijdelijk een opdracht gaat vervullen van een specifieke functie bij een opdrachtgever/organisatie. Een interim is dus eigenlijk een soort detacheringskracht. Meestal gaat het om projecten die een organisatie wilt gaan uitvoeren waarbij de benodigde kennis niet in huis aanwezig is. Dit kan een kortere of langere periode zijn. De voorwaarden hangen van het bedrijf af. Het flexibele karakter is zowel voor opdrachtgever als werknemer erg prettig. Beiden zitten nergens aan vast en kunnen ook besluiten, om de overeenkomst onder bepaalde voorwaarden te beëindigen.

Na afloop van de overeenkomst kun je aan de slag gaan met een nieuwe  interim opdracht . Het is natuurlijk ook mogelijk om meerdere projecten tegelijk aan te gaan op parttime basis.

Tips voor interimmers bij het vinden van een opdracht

Als interimmer wil je natuurlijk een intakegesprek dat zo goed mogelijk verloopt om je kans op het krijgen van een opdracht zo groot mogelijk te maken, hieronder hebben we voor jou een aantal tips op een rijtje gezet:

• Start op tijd met voorbereiden
• Update je CV na iedere opdracht en upload deze op Striive.com/nl/
• Beschrijf goed je sterke maar ook vooral je verbeterpunten
• Bereid je eigen vragen goed voor
• Zorg dat je van te voren je uurtarief bepaald

En misschien wel de belangrijkste tip,  meld je aan,  kijk rustig rond op ons platform en laat je  interim inhuren !

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The Different Phases of an Interim Management Assignment

Take an inside look at the different phases of an interim management assignment. Obviously, each assignment has different requirements and focus points, but still, the course of an Interim Assignment is generally the same. One of our iCEO vetted managers, Didier Douziech subdivides an interim management assignment into the following seven phases:

Phase 1: Select the manager and confirm the assignment by the manager

Interim manager are often needed during a crisis thus clients mostly look for an experienced manager who can turn around a situation. Therefore they look for strong industry and market knowledge as well as typical abilities of an experienced interim manager : to quickly adapt and analyse, to work autonomously, to be result oriented and stress resistant, to be communicative…

On the other part, the interim manager must clearly understand the objective of his mission, and he must get information about the company he gets involved with. He must carefully examine the contract, particularly the clauses of non-competition and end of contract.

Phase 2: Prepare the assignment

The preparation of the mission, for example during preliminary meetings held at the headquarters of the company should be regarded as “silence before the storm”. The interim manager should use this time to gather information on the market, the structure of the company or the services he will be responsible for, the operational rules, the current businesses and especially the staff he will have to manage.

Once in the heart of the subject, he will have to quickly get his own opinion on many issues and persons; thus, all the information previously gathered will make this work easier for him.

Phase 3: Operational start of the interim management assignment

The arrival of the interim manager in the company is a key moment. Therefore the new manager should prepare his arrival well to ensure that his appearance, his first actions and words will be adapted to his role and his environment.

He will have to quickly implement the first levers of power: set up a management committee, build a circle of trustworthy people who will be his sources of information and relay managers, establish a dashboard on the evolution of the market sector he is responsible for and its environment, etc… In this third phase, he quickly imposes his mark by setting the first rules and by taking some safe decisions.

Phase 4: Observe, analyse … and navigate at sight

When the circumstances are favourable, the transition manager takes some time to study the environment he is in charge of, before determining how to achieve the defined goal. Therefore, ideally, a general manager interviews all managers of departments or in key positions of the company, visits representative customers, factories and departments, gets in contact with all the staff, at least by greeting them, if the company size allows this.

All information gathered is oriented towards the defined objective. Actually, the clients, the employees or the circumstances often do not leave the interim manager enough time for this constructive approach. In that case he must do everything at once and to the best of his abilities – manage, observe and analyze the company in order to be able to get to the following phase as soon as possible.

Phase 5: Action plan definition

In my eyes the action plan is a diverse weapon. It helps to synthesize the list of issues to deal with and the actions to take, to appoint the people responsible for these actions and to fix the completion dates. It is also a means to actively involve staff and to show the client that the situation is getting under control and put on the right tracks. The action plan must be a mix of ideas from the interim manager, bringing an external point of view and expertise, and the best ideas from his staff who will feel valued when their opinion has been taken into account.

A few weeks should be sufficient to establish a complete action plan, but there too, experience shows that sometimes circumstances need very quick reaction and that, particularly in times of crisis, action plans are often questioned by unforeseen events and priority changes. It is very important though that at least some actions with strong impact are carried out as soon as possible.

Phase 6: Execution and communication

Once the interim manager has established his leadership and the action plan has been announced, he needs to prove himself. Indeed, there will be many occasions of potential leadership loss and of stagnation of parts of the action plan: more or less open opposition from certain people, return of old habits, diminishing support of the client, sudden turn of the company, an overloaded schedule of the interim manager, etc …

The action plan must remain the axis of the assignment. It can be adapted if some actions prove irrelevant, unfeasible or with an unfavourable “impact/necessary means” ratio. The regular publication of its progress, at least every 15 days, is vital to tame the unruly and to show the team as well as the client the progress made to reach the objective. A transition management period often traumatises the personnel, thus the interim manager should make sure that all people concerned receive correct and regular information.

Phase 7: Power transfer

As indicated by its name, an interim management assignment consists in facilitating the transition from one situation to another, for example from a state of crisis to a stable environment, or from the absence of manoeuvrability to a controlled situation.

Once the objective has been achieved, the interim manager finishes his mission by transferring to the succeeding management all his knowledge regarding the entity he was in charge of, the progress report of the action plan and his advice for the future. This task is an integral part of the interim management assignment and in general, works better than an unaccompanied transfer of his role to a manager who is often already speculating to get the open position.

About the author: As Managing Director of a 1st tier supplier of the automotive industry (90 employees, 20M€ turnover), I achieved an extensive cultural change towards quality awareness and customer service efficiency, launched successfully the application of Lean Management, established cooperation between the French company and its German mother company, achieved a drastic inventory reduction and thanks to these improvements acquired a 4M€ contract with a car maker. View Didier’s short bio

How to successfully complete an interim assignment

Bringing any interim assignment to a close can be a bittersweet experience.

Sometimes it’s a case of a great job and company, and I wish it could go on a little longer. On other occasions, moving on and looking forward to the next assignment can be a relief.

Irrespective of your feelings and motivations, it’s vital for you as an interim manager (IM) to complete your assignment with your reputation intact. The interim community is relatively small, and word travels fast, so referrals and reputation often determine which IM a client chooses.

Avoiding issues like leaving projects halfway through or burning bridges with client contacts is obvious. Still, some other potholes and hazards may need to be navigated when nearing the end of an assignment.

Experienced IMs will know and plan to avoid many common or recurring problems, but even so, there are still things that can happen beyond the IM’s control. Failure to avoid or manage such issues correctly could tarnish your professional reputation.

So, what can IMs do to ensure that they complete assignments successfully?

Plan for the end of your interim assignment from the start

Every interim assignment will end at some point.

Occasionally, your assignment will finish before it was intended to, but more often than not, it will carry on beyond its anticipated end date.

Whichever it may be, it’s a good idea to plan for your exit from the moment you begin your assignment. Keeping it clear in your mind that you will step away from your client at some point should help you focus on what legacy you leave after you have gone.

Agree on deliverables and timescales

Most assignments will begin with a set of objectives. More importantly, clients will assess almost all assignments for success based on whether deliverables and timescales have been achieved.

Understanding and agreeing to deliverables and timescales at the beginning of the assignment will help you define what you need to do to complete the assignment successfully.

Plan, plan, and plan some more

It may sound a little obvious, but a strong, clear, and agreed project plan will help to keep all stakeholders on track with progress.

With successful completion in mind, it is essential to include a handover element in the plan. The necessity for communications, reviews and knowledge transfer should receive as much planning focus as deliverables and timescales.

In doing so, you’ll give yourself a clear and defined exit pathway whilst reducing the chances of any ambiguity or frustrations remaining with the client after you’ve gone.

Communication is key

Communication is a fundamental and crucial contributing factor to an IM’s success.

You should liaise regularly with your project stakeholders throughout the project, particularly towards the end of an assignment.

Effective communication in the later stages of the project will assist the handover process and give clarity and confidence to the permanent employees that remain once you step away.

A regular and productive communication flow between you and your end client will also give you a clear view of when you need to begin making plans for your next assignment.

Conduct regular reviews

Interim assignments rarely go exactly to plan, so it’s important to keep stakeholders updated on progress.

Regular reviews will enable you to maintain control of the project and manage the project team’s expectations.

A good IM will ensure that reviews take place, are minuted, and communicated to the broader stakeholder audience as required.

The reviews will also allow you to prepare the project team for your eventual exit and give them confidence in the process or system in your absence.

It’s all about the handover

A structured handover should always form part of an IMs plan.

The handover is the most critical point of the project regarding successful completion. It allows you to review the objectives and deliverables of the project with the client.

You should take responsibility for and control the project handover, looking to make the process as seamless as possible. It should include all relevant permanent employees and ensure that they are all fully up to speed and understand how things should work once you have exited.

Supporting information, such as guides, instructions, or videos, should be complete and stored centrally for permanent employees to access.

And finally, the handover should allow you to ensure that nothing is left hanging or unfinished. We always advise our interims to avoid making assumptions. If you’re unsure whether something has been completed, check.

Leaving a legacy

Leaving a client happy and satisfied with a job well done is the aim of every interim assignment. So, when it is time for you to walk away, do so professionally, even if everything hasn’t entirely gone to plan.

As an interim, your client is paying for your experience and knowledge. It’s reasonable, therefore, for them to expect that you will transfer some of that knowledge to permanent employees.

Whatever the project you were there to deliver, should be able to continue running without a hitch when you exit. That’s the real mark of success. You’ve set up the infrastructure, you’ve educated the team and relevant stakeholder and you should have essentially made yourself redundant.

You never know when your client might need your services again or who they might refer you to, so follow the basic principles outlined above and always look to leave a lasting legacy.

Interested in becoming an interim manager? Check out our latest opportunities or get in touch.

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How to write a great Interim CV

Zoe Spalding , Resourcer at Odgers Interim, caught up with our experienced consultants to share their top tips on how to write a successful interim CV that will help candidates stand out from the crowd and boost their interim career 

CV writing is an important skill for every professional. CVs showcase your skills and experience, as well as often influencing both first impressions and recruitment searches, they should be a living and continually updated document. However, interim CVs tend to differ from those of permanent employees, they are often shorter, clearly highlighting the relevant skills and experiences of the individual to a perspective client. 

It can be difficult to know how to tailor interim CVs to reflect vast levels of experience, especially when starting out on an interim career. That is why we have asked several of our recruitment consultants how to write a great interim CV, how to condense experiences in a way that still captures the detail, whilst ensuring that the CV stands out.

What you should include

• Contact details – including contact number, email address, home/base, LinkedIn URL
• Academic/Professional Qualifications – ensure these are relevant and reflect the level you are working at
• Who the Candidate is – e.g., Finance Director, HRD, Operations, Registrar, Turnaround Specialist etc .
• Specialism / key career highlights
• Sectors worked in = e.g., Government, Industrial, FMCG, highlighting any particular focus within sector
• Types of company worked in = e.g., NGOs, FTSE, International
• Locations worked = e.g., UK, Europe, Asia, USA etc
• Dates assignments undertaken
• Can include referees (with or without contact details) or LinkedIn recommendations
• Adding personal interests can help with rapport building – especially in a virtual setting

If you are working with an interim recruitment firm, such as Odgers Interim, the easiest way to ensure your CV meets the client’s requirements is to check with your recruitment consultant about the format of your CV. They can advise you if you have any queries on how the profile statement should look, whether a supporting statement is needed or whether the CV should be tailored to each role.

How long your CV should be

Whilst it is suggested to keep CVs shorter and succinct, some CVs may be closer to 3-4 pages plus, especially if the candidate has undertaken multiple interim assignments. If your CV is several pages long, make sure to keep the most relevant information in the first couple of pages, providing more detail for the more recent and important roles. As mentioned above, if you are unsure about the length or level of detail in your CV, speak to your recruitment consultant.

The language of your CV

• Think about key words/terminology – make your CV sound dynamic, showing deliverables, demonstrating how quickly you can make changes as well as highlighting how adaptable/flexible your working style is.
• Avoid “waffling” or space-filling – ensure every word is meaningful and specific to you and your role, think about what makes you unique.
• Keep language clear and concise. Avoid long paragraphs.
• Provide examples of achievements – give details of projects that have been delivered, change or transformation that has been accomplished or key outcomes achieved.
• STAR: Situation, Task, Action, Result – clearly describe the situation and task, coupled with evidence of the actions and outcomes.
• Check your spelling and grammar.

How your CV should be formatted

• Font size 11 is clear and easy to read
• Lists/bullet points can be a way of clearly and briefly presenting relevant data
• Avoid the use of boxes, tables, multiple fonts, and hyperlinks
• Start with key skills at the top – education details should be listed towards the end
• Save the CV with your name and date in the title – it can help easily identify the version that has been sent out, ensuring that the most recent or preferred version is presented to the client

Try not to worry about formatting to the point that it stalls your writing your CV. Often, recruiters will reformat CVs to ensure all shortlisted candidates are presented in a uniformed way, so there is always a second pair of eyes scanning and editing your CV at that stage, ensuring everything is presented to the best possible standard.

How to decide what is relevant for your interim CV

• Provide details about recent and most senior/complex assignments – what were the key outcomes and deliverables from roles undertaken, the cause and effect of actions and achievements?
• Think about what each bullet point tells the reader – if you only had a limited amount of time to make a great impression in person, would you mention this to the hiring manager? Or could it be explored in a job interview at a later stage?
• Think about what your USP is – what sets you apart from other highly experienced and skilled applicants?
• Try to avoid going into vast detail about all your roles – whilst listing earlier roles enables clients to see work history in chronological order, it is not necessary to go into detail for much earlier assignments. Try identifying instead what you inherited when starting the assignment, what you implemented or carried out during the placement, and what legacy you left behind. It will showcase your problem solving ability and give a good impression of your expertise. 
• Highlight independent work. If you are starting out in an interim career it may be useful to highlight any independent work previously undertaken freelance or as a consultant. It showcases your ability to be proactive and a motivated self-starter, which is a highly desirable skill.
• Think of the type of role you are applying for – for example if it is for a transformation role, ensure that your relevant skills are easily visible on your resume.
• Finally, remember the reader – the hiring manager might not know the organisations that you have previously worked for or their size or remit. Try to infer to their scale and sector but keep it brief and relevant to the role and company you are applying to.

Some final considerations

The world of interim work is fast paced, with roles often being filled in the shortest of times - have your CV ready and ensure it is always up to date. It will enable you to send your application of quickly, increasing your chances of being considered for the role. Some roles will require for your CV to be tailored – if you often apply for slightly different roles, it might be worthwhile having a few slightly different current versions of your CV, which highlight certain relevant skills. If you have any doubts, please check with your recruitment consultant, they will be best placed to advise you on relevance of content, formatting, and other useful tips that will increase your chances on the interim job market.

If you would like to talk to us about anything raised in this article, or you would like to have an informal conversation about how we can assist you in your next interim role, please contact Zoe Spalding .

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Interim Assignments: A Gateway to Personal Growth and Sector Versatility.

Interim assignments represent a dynamic and impactful career path, especially within the finance sector, offering professionals unparalleled opportunities for growth, sector versatility, and career development. with the interim management industry flourishing, let's delve into some key statistics, facts, and figures to understand the tangible benefits of pursuing interim roles..

01 March 2024

The Demand for Interim Managers

Market Growth: According to the Institute of Interim Management (IIM) 2021 survey, the interim management market has continued to expand, with a notable increase in demand for interim executives. This trend is particularly strong in finance, where 32% of interim managers operate, highlighting the sector's appetite for experienced professionals who can navigate complex financial landscapes.

Personal Growth and Sector Versatility

Diverse Assignments: Interim managers typically engage in assignments across a broad range of industries and companies, from startups to multinational corporations. This diversity not only enhances adaptability and problem-solving skills but also enriches the interim's understanding of various business models and market dynamics.

Skill Development: A study by Harvard Business Review suggests that taking on interim roles accelerates the development of strategic, leadership, and operational skills. This is because interim managers are frequently tasked with leading change initiatives, turnarounds, or filling critical gaps, pushing them to apply and expand their skill sets aggressively.

Building Confidence and Opening Doors

Professional Networking: The transient nature of interim assignments naturally broadens one's professional network. IIM reports that over 75% of interim managers find their next assignment through their network or previous client referrals, underlining the importance of building strong professional relationships.

Credibility and Track Record: Successfully navigating the challenges inherent in interim roles builds a portfolio of achievements, enhancing an interim manager's credibility. This proven track record of delivering results under varying conditions is a powerful tool for career advancement.

Career Development Opportunities

Strategic Career Moves: The flexibility of interim work allows professionals to strategically select projects that align with their career aspirations. The IIM notes that many interim managers use assignments to gain experience in new sectors or functional areas, facilitating career transitions or advancements.

Leadership Opportunities: Interim roles often involve leadership positions, providing invaluable experience in managing teams, driving change, and strategic decision-making. These experiences are critical stepping stones for professionals aiming for executive-level positions.

Navigating the Interim Management Landscape

IR35 Considerations: With changes to IR35 legislation affecting the contracting landscape, interim managers in the finance sector must stay informed to navigate these regulations effectively. Understanding one's status under IR35 is crucial for tax compliance and contract negotiations. See our recent article to find out more about IR35 specifically here.

Continuous Learning: The interim management career path requires a commitment to continuous learning and professional development. Staying abreast of industry trends, regulatory changes, and emerging technologies is essential for maintaining competitiveness and delivering value to clients.

The interim management pathway offers finance professionals not just a career but a journey of continuous growth, learning, and adaptability. By embracing the challenges and opportunities presented by different assignments, individuals can achieve remarkable personal development, gain exposure to diverse sectors, and build a robust foundation for future leadership roles. 

With the demand for interim finance managers on the rise, now is an opportune time to explore this dynamic and rewarding career path. These insights underscore the value of interim assignments in fostering personal and professional development, underscoring the role of interim managers as key contributors to business success across various sectors.

Find out more about interim management opportunities on our website or get in touch with the team to discuss your path forward.

Call us at: 020 0069603 or 01908 030200

Email: [email protected]

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Complete Guide to Interim Management

Interim Executives are the guardians of business sustainability. They are often the difference between a business failing or thriving and transforming from good to great.

Holdsway offers deep insight into the interim management industry with years as a leading player. We answer the key questions people ask about interim management whether you are hiring an interim or working as one.

Read our insight from research co-published with Business Schools, and from years of experience recruiting interim executives.

We discuss what defines a successful interim and how clients can hire interims and manage successful interim assignments.

What is an interim?

Interims offer proven hands-on, operational experience of leading businesses through change, uncertainty, or even crisis. Successful interims will often have at least twenty years of leadership-level experience. They will also demonstrate the competencies and behaviours needed to deliver and accelerate change.

Companies hire interims to deliver an agreed set of tasks: often called the interim assignment. Each assignment has the aim of accelerating change. Interims can also be brought in quickly to cover critical elements of a permanent role when needed, enabling leadership transition.

We refer to interims although this term is interchangeable with interim executive and interim manager . What interims deliver is much more important than a job title.

Why hire an Interim Executive?

Businesses hire interims to accelerate change and provide extra leadership and experience. The most common reasons include enabling business growth, improving efficiencies and implementing better processes and systems. Interims also offer extra leadership bandwidth when responding to competitive pressures and unexpected market changes.

Consider the following questions when deciding whether to hire an interim:

• Do you have change management experience in-house? Interims are experts in managing change and are used to joining businesses quickly when they are needed.
• Do you have enough management bandwidth? An interim overseeing change frees up management time to focus on keeping day-to-day operations running smoothly.
• Do you have the luxury of time? We can’t spend time twice. Hiring an interim gains leadership teams time – sometimes to just breathe and think. Most interims have more than twenty years of experience at the change management coalface. They know how to accelerate into an assignment and take the workload off leadership teams.
• Is your change project urgent? Change waits for no one and you will need extra help, at least for a short period of time. An interim can start an assignment at short notice and will know how to make a rapid impact.
• Is there a gap in your leadership team? If an executive has left the company suddenly interims offer the competencies and experience to step in quickly. If you need time to find a permanent replacement, an interim will provide immediate leadership cover. Experienced interims take the pressure off, deliver what’s important now, help you re-hire and ensure a smooth handover.
• Do you need external objectivity? Interim executives provide independent experience and insight. Interims will not try to sell extra services, but they will advise on the best way forward from their experience. They bring change management expertise with the added benefits of practicality and objectivity.
• Do you really want to outsource your change programme? Hiring an interim allows businesses to keep control of change programmes and their implementation. The added benefit of interims is that they share their relevant experience, leaving capability in place. An interim will help avoid handing the control and management of change programmes to outside organisations.
• Do you need implementation expertise? Experienced interims know how to take a plan, sense-check it for your business, and then make it happen. They can do this because they have the practical experience of quickly understanding what will work for each business. Interims don’t have a ‘one size fits all’ approach – project delivery is entirely focused on what is best each time.

What are the benefits of hiring interim executives?

If you hire an interim the benefits of doing so are compelling when extra experience is needed rapidly. Hiring an interim should be an option when businesses are managing change, transition, and facing uncertainty. Here’s why:

• Interims have years of hands-on business experience. They know how to interpret and implement what is best for your business.
• Interims won’t waste your management time. They have delivered many successful assignments already and won’t need managing.
• Interims always pass on their experience . They are motivated by leaving capability in place, giving others the benefit of their experience.
• Interims focus on implementation. They are a highly efficient resource. Give them a change project, and they’ll deliver!
• Interims provide experience at short notice. You can hire them quickly to manage change, uncertainty or smooth leadership transition. Interims are in business to give a ‘shot of adrenaline’ to organisations.

How long do interim assignments last?

Organisations usually hire interims for at least six months to deliver a specific brief or set of tasks. There is no time limit, although it’s always best to agree a work schedule and an initial time frame. Agreeing this upfront will help you keep the assignment on track and on schedule. An experienced interim will use this time to embed delivery and to ensure a thorough handover on completion. Interim assignments average around nine months and are often extended to take on the next set of tasks. This is also a recognition of the value that interims add to businesses.

What competency do successful interims demonstrate most?

It’s critically important to engage with people when delivering change. Interim executives know the importance of emotional intelligence (EI) – the ability to empathise and communicate with people. This is a core competency of successful change leaders in difficult circumstances. The most successful interim executives measure strongly in EI and associated skills such as influencing.

In the ground-breaking paper Effective Interim Leadership and Management (2019), we identified that interim needed very strong people skills to be successful change leaders. We interviewed some of the UK’s most effective interim executives and the competencies found in abundance were those which enabled interims to engage with people: communication, EI, sensitivity, and patience.

What should be included in an interim assignment brief?

Have a clear idea of what must be delivered by an interim executive before you hire them. It’s important to have an idea of timeframe too. We suggest dividing the assignment brief into outcomes. This will provide a specification for the type of experience and person you need to bring in on an interim basis.

The assignment brief becomes your schedule of work which should be agreed between you and the interim you select. It also forms the basis of interviews with potential interims. During the interview discuss the assignment brief with the interim. They should tell you ‘how’ they would deliver it. This is the key reason you hire an good quality interim executive.

Tell your colleagues that you are hiring an interim and make sure everyone is clear why you are bringing them in. It’s also important to agree the start and end points of an assignment and certainly review the interim’s progress against the schedule each month.

How do you hire an interim executive?

Once you have clear idea of the change you need to deal with, you’ll need to hire an interim executive. Even if you haven’t quite finalised what you need, interims are experienced in finessing assignments and schedules of work.

Here are our key tips on hiring an interim:

• Use your network: There may be someone you already know who you rate and trust to help you deliver change.
• Talk to a specialist interim management firm: Personal networks often only generate one or two viable and available candidates. Specialist interim firms focus entirely on benchmarking and placing interim executives. The real value is that they will provide comparison candidates to allow you to make an informed choice. They should also know their network well so that they can respond with a shortlist quickly. Interim firms are expert in understanding assignment brief and translating them into relevant shortlists rapidly. The second big reason for working with interim firms is time – if it’s urgent they should be able to find interims, they know within the day. Talking to a good specialist interim firm saves you vast amounts of time.
•   Be open about what you need: Take interim executives, and interim management firms, into your confidence. Hide nothing when you are briefing them. Don’t waste your time and money by making interims look under every rock to see what is really going on.
• Agree a Schedule of Work: You should be clear what you are hiring the interim for. Clarity or purpose is key to a successful interim assignment.
• Produce a schedule of work. This summarises what you are hiring the interim to do. It clearly defines what you expect the interim to deliver and how long that may take. This clarity ensures that you and the interim are starting the assignment with the same expectations. It also helps you measure progress and performance. The last thing you want when dealing with change is drift and unnecessary cost.

There is no need for you to be too rigid, but you should agree on the desired outcomes. Experienced interims will know how to interpret your brief and help you fill in any gaps. Make sure the interim is aware of If there are cultural sensitivities in your business that are important to know about. Once the assignment starts have a monthly review. Ask the interim to outline major findings, decisions and outcomes. A brief review is also an opportunity to confirm the planned actions for the forthcoming month.  Once you have a schedule of work with agreed terms and timescales with the interim, you are ready to start.

How should you integrate the interim into your organisation?

Introduce interims to your colleagues, say why they are there, and how long you expect them to be working with you. This will get the interim off to a flying start and prevent concerns from colleagues about ‘taking over my job.’ Be clear with people that the interim is there to support the business and enable and accelerate change. The interim will help you do this, as most are good at building rapid rapport and engaging with people. Above all make sure you build a positive and result-led business relationship.

The Interim Assignment Cycle ensures a framework when hiring interims

A structured approach means effective interim assignments. If you set out the assignment clearly from its start to finish you will have more chance of keeping it on track. You will also be able to measure how effective the interim has been. Woods et al. (2019) outlined that using the Interim Assignment Cycle helps avoid an open-ended assignment and significantly improves the chances of meeting the assignment objectives.

The Cycle identifies four clear stages: preparation, entry, delivery and exit .

• Preparation stage : the hirer and interim executive discuss the assignment. Specialist interim firms can also help you define a clear brief. This is the moment to establish the terms of reference and scope of the assignment. Introduce the interim to key stakeholders and give them a good understanding of your business and its culture. The preparation stage is usually one or two meetings which are opportunities to discuss what you would like the interim to do and hear their ideas on how to approach the assignment. It’s important that you establish rapport together at this stage and decide whether you can collaborate. Interim management firms will make candidate selection quicker by presenting shortlists of candidates with the right experience. You can then devote the interviews to choosing who you would like to work with. Produce a schedule of work and agree it and sign it off with the interim. The schedule confirms what the interim will deliver and over what timescale.
• E ntry stage : In the first days of the assignment the interim executive starts the key tasks and, albeit temporarily, joins the business. They engage with key stakeholders and establish their credibility early on. Review the assignment with the interim after a couple of weeks to see if it needs modifying.
• Delivery stage : the interim focuses on the delivery and completion of the objectives of the assignment.
• Exit Stage: The interim makes sure that they transfer their knowledge and skills to stakeholders and other permanent employees before departure. All professional interims manage their departure and handover well and to the agreed timetable. This ensures the durability and sustainability of their work. A good exit stage assures the interim’s legacy and the long-term impact of the assignment.

How much do interim executives cost to hire?

Interim executives charge a rate for each day worked, invoicing through a limited company. Alternatively, they may charge a fixed price for an assignment. Interims will work full and long days focused on delivery rather than hours worked. You get a lot of value from that day rate.

Interims charge day rates ranging from £700 to £2500 or more. If an interim management firm introduces an interim an introduction fee is billed too. Day rates charged depend upon the level and type of expertise required.

Clients hire interims for a minimum term of six months which gives enough time for initiatives to take effect. Assignments can be longer and can be extended, depending on what needs to be done.

The cost of hire should reflect the benefits of bringing in extra experience quickly to accelerate change, as well as the risks to the business of doing nothing. Few professional services can match the benefits of hiring an interim when operational experience is needed quickly.

What is the difference between an interim and a permanent employee?

Interims know how to engage quickly. They offer the experience and skills needed do the job required from day one. If an interim is covering a line role such as finance director they will therefore have a lot more experience compared to an equivalent permanent employee.

Companies hire interims to accelerate and deliver change. This can be a change programme or a change in leadership. Interims deploy expertise, knowledge, and competencies that aren’t always immediately available in a business. The level of expertise interims offer is not usually needed in the long term. Interims are hired because they know ‘how’ to deliver change and have the competencies to be effective from day one.

How many professional interim managers are based in the UK?

Interim executives are able to adapt quickly to different clients and assignments every eight or nine months – the UK average. This versatility means that interims are a rare breed. We estimate that there are as few as 3,000 senior-level professional interims operating from the UK. These are experienced change leaders who have completed three or more successful interim assignments. The UK is also a significant ‘exporter’ of interim management services, with interims working for overseas clients.

What about the risks of hiring an interim?

Everything depends on sourcing the right interim for the situation. As with any professional service, triangulate recommendations, referencing, interviews, and network checks. A considerable amount of risk can also be mitigated by getting the help of a specialist interim management firm.

Specialist interim firms like Holdsway spend years meeting, interviewing, benchmarking, and placing interim executives. Because these firms do the interim assessment legwork upfront, they can present a shortlist of comparable candidates very quickly. This helps mitigate the risks of hiring the wrong candidate.

You can limit risk of failure significantly with a clearly defined assignment brief. Make sure that you have also been as open as you can with the interim about the situation you face. A well-chosen and accurately matched interim will have the experience and competencies required to deliver a successful assignment every time.

Our advice is always to keep lines of communication open. Review progress every month against the schedule of work and flag any concerns early. Sometimes the focus of an assignment needs to be adapted along the way. Experienced interims are used to recharting course when required.

Are interim executives committed to each assignment?

Yes. Their reputation depends on a succession of good, enduring results. Each interim assignment is a reference for their next assignment. Most interims who have delivered several successful assignments have chosen this as a career path. They view it as a profession and a business. It is their name and reputation which generates work – so they are totally committed to completing assignments successfully.

Do interim executives deliver results?

The Interim Assignment Cycle (Woods et al. 2019) confirms the importance of structuring interim assignments. Like any good narrative, there should be a clear introduction, a beginning, a middle, and an end – with no drift. Interim executives know that about halfway through an assignment they should be preparing their handover and exit.

An interim will always focus on delivering value, knowledge, and a real legacy. They want to move on, leaving the business in a far stronger position than before. Interim CVs are full of proof of delivery – ask them to talk you through them.

Our case studies  provide examples of assignments and their outcomes.

Do interim executives have enough knowledge about our industry sector to be effective?

Experienced interim executives will have shown their ability to adapt and contribute to a wide range of industries and sectors. Hiring an interim demonstrates the benefits of bringing in someone from outside your industry. They provide new insight, innovative ideas, and share best practice.

Interims have the competencies to learn and adapt quickly to different industries rapidly. Interims with experience in a particular industry can be found – although this may limit the pool of suitable candidates.

Our advice is: focus on what you need the interim to do, rather than be too concerned with sector experience.

How do you choose an interim management firm?

Interim management firms should help you select the best interim for the assignment. To do this they must have strong networks.

There are many interim management firms to choose from. Larger ones aren’t necessarily the best for you. Talk to those which look relevant to your needs and pick out the consultants who look like they can help you. There is one independent survey produced each July in the UK by the Institute of Interim Management (IIM). This gives a list of the highest-rated interim firms by quality of service.

Our advice is to consider the following questions when choosing a firm to work with:

• Are they interim management specialists?

Some recruitment firms try to do everything, mixing their databases of interims with those people looking for a permanent job. Interims exhibit competencies, motivations and track records which make them a vastly different proposition to someone looking for permanent employment.

• Do they really get to know your businesses and requirements?

Whilst you might think a recruiter understands your business, there is little substitute for meeting to discuss what you need, the situation and cultural fit. Let them ask plenty of questions. Ask them to prepare an assignment brief for you.

If the recruiter is also meeting and screening interims properly, they should be able to provide an accurately matched shortlist quickly.

• Do they identify one or two hand-picked candidates or present a long list of CVs?

If you need to hire an interim, you don’t have the time to trawl through lots of CVs. Choose an interim firm you trust and get them to give you their best two or three. Encourage them to give you candid insight and views on them. They should recommend who to hire, not simply send a lengthy list of candidates for you to choose from.

• Are they artificially ‘siloed’?

Many large recruitment firms split themselves infinitely into ‘practices. Most either divide themselves by industry or job function. This silo approach risks missing the best interim for your business. It also misses the point. Some of the most effective interims have worked in eight to ten different industries in as many years. Some roles are so broad that to categorise them with one job title means you may not get the interim you need. Interim firms should remain generalist, focusing on what the interim does.

Selecting the right interim management firm can make life a lot easier when managing change. Interim firms should earn their money. They can save you time by demonstrating their knowledge of the best and most suitable interim executives available.

Confidentiality is key when a business is managing a critical change programme or dealing with an executive’s departure. So why broadcast your plans to the market unnecessarily? Talk to one firm in the first instance and work closely with them. They will be motivated to deliver, fast.

Hand-pick your interim management firm carefully. Otherwise, as experience shows you could end up with the wrong interim, which proves costly in the end.

A Word on IR35

The off-payroll working rules (IR35) can apply when temporary workers provide their services through a limited company to a client. The client is the organisation that hires the services of a temporary worker. They may also be known as the engager, hirer, or end client.

IR35’s aim is to make sure that temporary workers and employees pay the same Income Tax and National Insurance. It is targeted at those temporary workers who HMRC views as employees for tax purposes, based on its key tests.

There are three key tests and some secondary considerations on which HMRC relies. They use them to determine whether a temporary worker is an employee for tax purposes:

• Control (of how work is carried out)
• Mutuality of Obligation
• Right of Substitution

These tests should be reflected in contracts between interim and hirer and should mirror actual working practices.

Inside or outside IR35?

Interims covering office-holder roles such as chief financial officer are usually considered an employee for tax purposes. This is known as being ‘inside IR35’.

An interim can remain ‘outside IR35’ in an office-holder role if they are delivering a series of change initiatives. The work they are doing would not be carried out by a permanent employee in the medium and long term.

If an interim is hired to deliver a series of change initiatives or to lead a change programme then this is not considered employment. Assignments with a change agenda are usually considered to be ‘outside IR35’. In this case, change leadership skills are needed temporarily and are not required in the longer term.

What do hirers need to do for IR35 compliance?

When hiring an interim executive you should complete and exchange the following with them:

• Status determination (SDS): declares whether an interim is inside or outside IR35
• Schedule of work : expresses in clear terms the assignment brief, what is to be delivered, and over what timeframe
• Contract : including clauses on control, mutuality of obligation, and the right of substitution
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Are You Sure You Want That Interim Job?

• Moving Into Administration

Icaught up with a colleague at a recent conference and learned that his university, like so many lately, had welcomed a new president who was in the process of replacing several cabinet members. Given my friend’s “good citizen” status, he had been recommended as a trustworthy placeholder for a senior post while a national search was under way. “I think I want to do this,” he said to me, “but I wonder if accepting this interim assignment might actually hurt my career in the long run.”

The opportunity to hold a major leadership role, even temporarily, seemed validating and intellectually invigorating, he said. He imagined fixing things that needed to be fixed, and even positioning himself to be competitive for the real job. At the same time, he knew of at least one faction of people on the campus who would attempt to sabotage him for accepting a position that they had expected would go to the ousted administrator’s second-in-command.

Would the interim assignment serve as an opportunity for professional growth? Or would it be the first step in unraveling all of the good will he had built on the campus? Would the assignment make him stronger and more marketable? Or would he emerge irrevocably bruised from internal political squabbles?

My colleague was smart to be asking such questions. Those of us who have served in interim roles know that these assignments have the potential to either elevate or sink our careers. An interim appointment can be a remarkable leadership-development opportunity. It can allow you to explore the complexities of a senior administrative role and even cement the perception that you are capable of handling bigger challenges. There are risks, however. If you fumble in the position, you can create doubt about your ability to take on more responsibility, and even generate concern about whether you are suited to return to the role you held before.

If you are approached about accepting an interim assignment, you might find it helpful to consider the following questions.

Why am I being asked to serve in this capacity?  If you are offered an interim role, rather than having applied for one, it is wise to ask why your name surfaced. Was your name put forth because of your leadership potential, because your boss wants you to play a slash-and-burn role, or because you are someone who can be counted on to keep the trains running on time without any change or drama? In short, are you considered a contender, a disrupter, or a caretaker? Once you know what is expected, you can decide whether you want to play that role.

What is the process for making this interim appointment?  As a big believer in a fair and open hiring process, I regularly advise leaders to issue a call for applications and nominations for an interim position. You never know who might come forward. Further, going through a formal review process generally provides a sense of legitimacy that enhances the interim appointee’s credibility and success. While it is tempting for an institution to name an interim leader without any form of competition, if you’re chosen under those circumstances, be prepared for political backlash and additional scrutiny.

Can I be considered for the real role if I decide I am interested?  Some colleges and universities make it a practice to exclude interims from consideration for permanent roles. The reasons include a belief that this restriction reduces “campaigning” by those in the interim role. But I have seen several interims accept a role for which they had no long-term interest only to find that they actually enjoyed the work. I have also seen interims accept a role with trepidation and then discover they were good at it. In both cases, there was a fair amount of disappointment when they were denied the opportunity to compete in the search process. Think seriously about whether to accept the interim role if it means you are prohibited from pursuing the real position.

Can I jump in, or will I be expected to hang back?  If you are going to accept an interim role, be sure you will be allowed to go all in. If you are instructed not to make waves or in any way demonstrate true leadership, consider declining the role. Why? Because no one admires a caretaker. You can claim that you were told not to make any big decisions, but few people will believe you. Instead, they will assume you lacked the vision or energy to make things happen. When a real role emerges, you will marked as the one who didn’t really do anything when you had the chance.

How long will the assignment last?  Interim appointments give institutions an opportunity to breathe: “We’ve got someone in place, so we can take our time to find the right person.” While these posts can offer career-development opportunities and even a temporary pay raise, interim appointees often feel abused once the excitement of the new role wears off — especially if they want the real position but all the signs indicate that is not going to happen. Before accepting an interim assignment, find out when it is expected to end, or at least a check-in date. If, by that date, the assignment needs to be extended and you are feeling abused, ask for something — travel money to be used later, funds for your home department, even a spot on a high-profile committee. You want to feel good about this opportunity, not burdened and misused by it.

Will I be expected to do this job in addition to my regular role?  Taking on an interim gig while being expected to serve effectively in your regular post is often a sure way to fail at both. When possible, negotiate the temporary distribution of your current responsibilities to someone else, thereby giving one or more people the opportunity to grow professionally, too.

Will I be taken seriously?  Candidates selected after a competitive hiring process are generally considered to be legitimate victors, but interim appointees often struggle to be taken seriously. If the interim assignment is aligned with your current work and responsibilities, you should be fine. If the role seems to be well beyond your wheelhouse, prepare to be challenged at every step.

What will I gain from this role?  It might be new connections, greater visibility, opportunities to advance new ideas, or experience managing a large group of people. Think about what you want to gain and achieve from an interim assignment, and take deliberate steps to pursue those things. Ensure that you will grow in the role.

How will I make my mark?  An interim appointment is an item you can add to your résumé, whether or not you decide to pursue the real role. Beyond noting the requirements of the role, what accomplishments might you describe? Make sure you have a few notable ones you can point to at the conclusion of your interim assignment.

How will it feel to go back to my previous role?  Several years ago, I had the opportunity to lead a department while the regular leader was on an extended medical leave. I hustled to manage my regular role and hers and, by all accounts, did an admirable job. When she came back, I was miserable. After several months of setting my own agenda, engaging with a b road group of people, and having the freedom to do things the way I wanted, it felt crushing to move from person-in-charge to second-in-command. I was unhappy, she was unhappy, and we never got back into our earlier groove.

An interim role provides an exceptional opportunity to “try on” and “try out for” a larger role, and I generally advise colleagues to accept a temporary assignment whenever possible. It can enable you to expand your knowledge, meet new people, and beef up your résumé. Equally important, it can mean that you spend time being uncomfortable and even terrified. Any opportunity to operate in a discomfort zone generally leads to the best learning of all.

However, it is worth noting that interim positions come with serious risks. Because you are not the rightful owner of the real job, you may face unusual scrutiny, especially from those who wanted it for themselves or for someone close to them. Being challenged as an interim leader can certainly diminish your power and prestige and damage your reputation rather than advance it.

It is an honor to be considered for an interim role, but think strategically before you say yes. Considering the risks and rewards can help you determine whether taking the job or leaving it to someone else is the wiser course.

Allison M. Vaillancourt is vice president for business affairs and human resources at the University of Arizona and a professor practice in its School of Government and Public Policy. Browse her previous columns on administrative-career issues  here   .

Read other items in this  The Management Corner  package.

Allison M. Vaillancourt retired in December as vice president for business affairs and human resources at the University of Arizona. After three decades as an administrator and faculty member at large public research universities, she now provides organizational consulting services as a vice president in Segal’s organizational-effectiveness practice. Browse her previous columns in the Management Corner series on administrative-career issues.

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• Six secrets of a successful interim assignment

Based on a well-considered choice between a permanent hire and an interim manager, a company opts for the latter. Interim managers are slightly more expensive, but the numerous advantages outweigh the costs. Besides, the company has made an investment and therefore expects to see quick results. Apart from the advantages of having an interim manager, the way in which the company approaches the task is also crucial, especially if it wants to see that long-awaited increase in the ROI. These six secrets are guaranteed to make any interim management assignment a great success.

1. Looking for the right interim manager

Finding the right match for the organisation forms the basis of a good working relationship. To do this, Hudson follows a method consisting of three steps.

• Intake : during this step, the expectations and needs of the organisation are identified, taking into account the required competencies and skills and the corporate culture. This step results in a very detailed briefing.
• Database screening : based on the briefing, the consultants start screening the database to find the specific person who can contribute the necessary added value to the company. Having a high-quality database that is constantly updated is important for this step.
• Search & classification of files : finally, the selected candidates are invited for an interview. When a consultant is certain that a match has been found, a report is prepared. In this report, Hudson provides both a summarised as well as a detailed description of why the candidate is the right person for the job. Subsequently, a meeting is organised between the company and the candidate. This entire procedure takes a maximum of two weeks.

2. Good agreements make for good relationships

After the completion of the selection process, the interim manager enters the scene and it’s time for action. After just one week, Hudson’s interim managers come up with a plan of action, based on their observations. If this is not the case with other providers, you should request that your interim manager proceeds in this manner. Try to discuss together, as thoroughly as possible, what is expected and by when.

Generally, the interim manager sets to work fairly soon. So make sure to notify your team in time about their new temporary colleague. It is important that everyone in the team is aware of the interim manager’s function and tasks. This guarantees an efficient start and avoids any unnecessary disruption.

3. Growth potential

An interim manager is hired for his or her knowledge and experience and the value that he or she can add. Ensure that the interim manager is able to reach his or her full potential by giving him or her the necessary responsibilities and authority. This can be done based on a well-defined plan of action. The main tasks of an interim manager are to implement and bring about change. And for this, he or she must have the necessary freedom.

One of the most important qualities of an interim manager are his or her management skills. Offer him or her the possibility to introduce structure or carry out restructuring where necessary, based on concrete deliverables and a clear context. Talk to the interim manager and see what is needed to implement the changes discussed in the original plan.

Another strength of the interim manager is his or her ability to quickly identify risks and hazards and immediately provide a solution based on his or her experience and knowledge. A company should try to take advantage of this and ensure that the interim manager can provide input where necessary.

4. Communication is essential

Meet regularly with your interim manager and make sure the provider is also present each time. Without feedback, an interim manager cannot make the right decisions within the company. Therefore, it is also important to regularly review the plan of action, discuss how the interim manager intends to handle an implementation and identify the right tactics to avoid certain risks.

It is important to share the progress made by the interim manager and document everything.

5. Embracing the expertise of an interim manager

Qualifications and experience are often perceived as a threat within an organisation. But since the interim manager has no ties to the company, he or she has no political agenda. And that is precisely why a company can and must ask for clear information and a critical opinion on everything.

Actions based on such information can have a major impact on the business or will perhaps be relevant for future changes. If necessary, an interim manager may also take unpopular decisions and tell uncomfortable truths. But these are always in the best interest of the company.

6. Legacy of an interim manager

Although their presence in the company is likely to be for a short time only, interim managers have a significant impact on the business and thus leave behind a legacy. So it is important that you ask them to document their activities in as much detail as possible. Feel free to ask them to share every bit of knowledge they may have. In this way, their contribution is acknowledged, and besides, it only involves a small effort on their part to provide all the necessary information.

Whatever the function served by an interim manager and the reason why he or she accepts an assignment in your company, make sure that he or she is able to use his or her full potential and make a difference.

Remember what Steve Jobs once said: “It doesn’t make sense to hire smart people and tell them what to do. We hire smart people so they can tell us what to do.”

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3 Tips for Finding Your Next Interim Acute Assignment

You’re an experienced interim leader in healthcare, having served acute facilities in crucial leadership positions as they searched for permanent replacements. You understand the need to be a thought leader and industry expert. You keep up with the most effective strategies and the rapidly changing regulatory environment. And now you’re ready for your next assignment as a director of case management, an interim healthcare CFO, or maybe a position as a nursing officer.

How do you find the best interim leadership position for your unique skillset? Plug these tips into your specific situation and keep your traveling bags handy.

Tap your existing network

Throughout your career, you’ve likely amassed quite a network across various organizations, possibly across a large geographical area. That’s one of the great perks of interim work—the extensive connections one can accumulate. So, peruse your LinkedIn account to stay connected to the HR personnel, management team members, and peers whose paths have intercepted with yours.

• Who is in the area you’d like to work in next?
• Whose specific connection matches the leadership role you’d next like to tackle?

Consider an email message or even a video call to reconnect, catch up, and let it be known that you’re in the market for a new interim leadership assignment. But before you do this, make sure your resume reflects your most recent experience and accomplishments .

Broaden your social media presence

Now’s the time to review your social media footprint –to be as visible as possible. Take the time to include more information on your LinkedIn account.

• Does your profile incorporate the right keywords?
• Are your connections to influential facilities, medical personnel, and staffing agencies noted?

Check in with your professional groups, pages, or active forums. Comment, like, and jump into conversations to be seen and heard by the other members. Create a post, initiate a discussion, and follow up with those who chime in.

Take advantage of the downtime

A little time away from a full-time position can be a blessing. Invest more time in self-care than can usually be squeezed into a workday. Make plans to do those things that you love, the things that too often get relegated to a low priority. Choose activities and people that refresh your mind, body, and soul. And lock away the pangs of guilt that might try to sabotage this time of indulging in you. Channel time and energy into tackling those items that seem to forever remain at the bottom of your to-do list. Imagine the sense of accomplishment when you can place a fat check mark next to a long-ignored task. Choose to use this “me time” to invigorate your search for the next assignment.

Partner with LeaderStat

Whatever type of interim healthcare leadership position you’re looking for, LeaderStat can help. We match qualified, experienced interim leaders with healthcare organizations seeking interim leadership. In addition, our team will strive to help you find rewarding assignments and provide you with an outstanding benefits package .

LeaderStat specializes in direct care staff, interim leadership, executive recruitment, travel nursing and consulting for healthcare organizations nationwide.

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Thought Leadership

How to transition out of an assignment.

Writing a transition plan can help you leave your interim, part-time, or project-based assignment on good terms while welcoming your successor, all in a professional manner.

A transition plan documents your current roles and responsibilities in order to show your successor how to perform your job well and help you smoothly transition out of your position. Below is a guideline for documenting your transition plan.

Outline Your Standard Duties and Recurring Tasks

Include a list of your typical responsibilities. This will help your successor understand the everyday duties that they can expect to carry out in your position or help the existing leadership team understand what tasks need to be reassigned to themselves or other employees.

Consider grouping daily, weekly, monthly, quarterly, and annual duties and tasks.

Document Projects You’re Currently Working On

Your transition plan can also include your outstanding projects. For each project, include a description outlining how much progress you’ve made on the project, what the next steps are, and any important dates and deadlines. You can also include any instructions or resources related to the project that may help your successor.

List the Tasks You Plan to Complete Before You Leave

In addition to making a list of your outstanding tasks, your transition plan can also include a list of tasks you plan to complete before leaving. This can help you plan out the last few weeks of your tenure while also indicating to the existing leadership team which tasks do not need to be reassigned. Additionally, this may clue your successor in as to exactly where you left off.

Provide Useful Contacts For Your Successor

List internal and external contacts associated with each of your outstanding projects as well as people you routinely communicate with. Having a list of people to contact in a variety of situations can equip your successor with the resources they need to carry out your job successfully.

Write a Cerius Case Study

Have a successful experience? Fill out a case study with Cerius! This is a great way to stay top of mind with our talent team, while also sharing your accomplishments with your network.

Case studies are especially helpful when we have other potential assignments similar to yours or that you would be a good fit for. Nothing says it better than showing what has been accomplished before. Click Cerius Case Studies to see complete examples on our website.

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Interim Jobs

Interim manager jobs.

We provide interim jobs but more than this, we aim to create career-long relationships with leading talent. As a change and transformation specialist, we do not cover every kind of role but for those that we do, you can expect first-class representation by people who understand you, your career and the assignments we put you forward for. 

Interim Management Jobs

Our interim management jobs connects the best interim professionals with companies looking for interim management solutions. You can see the latest assignments currently being provided by Practicus on the link below. 

We connect businesses and public sector organisations with the best talent available for interim management positions. Our network of thoroughly vetted professionals is ready to to meet your goals.

You will find the vast majority of our interim management jobs on LinkedIn here: 

You will find more healthcare and NHS specific assignments here on the HSJ website:

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Interim job meaning.

An interim job is just another term for an interim management assignment. You are engaged by an organisation to solve a particular challenge or achieve a particular objective over a timespan that is usually between 3-18 months.

Often companies will appoint interim managers at short notice so you’ll need to be comfortable reacting and then delivering at speed. Keep on reading to find out more about the meaning. 

Interim manager meaning

What is an interim management job?

Interim management jobs are short-term, assignment-based, objective-focussed engagements with a client organisation. If you have a successful career as a senior manager, are highly-driven but find yourself getting bored all-to-quickly, this could be the career you’ve been looking for. But what do these jobs actually involve? Find out more and read on in the link below.

what is an interim manager role?

Interim HR Jobs

We have a variety of Interim HR jobs available at any time. These include UK HR jobs as well as some international vacancies. You will find positions ranging from interim HR generalists up to interim HR Director  and interim People Director. We also cover a wealth of specialist positions, including interim HR project manager, interim rewards manager, interim HR Business Partner and interim HR Systems implementation lead, among many others.

Our clients increasingly see HR as a strategic business function – especially at times of change, transformation and transition.

Our business has been supporting interim HR roles for around 20 years. We are one of the leading interim management agencies and cover the whole spectrum of HR and People functions, particularly those involved in driving meaningful change in the organisation. You can depend of us for a decent brief, thorough vetting and excellent representation.

Interim Director Jobs

Top talent for interim director jobs is one of the most common requests from our clients. In recent years, we have successfully placed over 720 across the UK.  We have a variety of interim director assignments available at any one time. The most common assignments we cater for are interim HR director, interim transformation director, interim finance director, interim managing director and a myriad of others. 

Many of the organisations we work with need interim directors to provide expertise and capability they do not – or cannot free up for pressing projects and strategic initiatives. We provide quite a number of interim turnaround directors to the NHS for example, where the additional expertise is needed alongside the BAU finance director. 

Practicus has been placing interim directors into jobs for more than 18 years. We build lasting relationships with trusted talent and ensure you are expertly represented.

Find out more about the interim management skills needed to become a professional interim executive .

Interim CEO Jobs

When it comes to change at the very top, our clients trust us with their interim CEO jobs.

As an organisation specialising in change and transformation, we provide leaders to drive growth, diversity, transformation, consolidation and improvement – often all at the same time. 

We have been supporting and providing CEOs for a number of years across a range of sectors. Often, we are asked to find the perfect combination of top talent from within an industry with rich experience from outside of it.  

If you are interim CEO looking, please get in touch – often these roles are handled outside of normal job advertising approaches due to the sensitivity and seniority of the assignments. 

Find out more about executive interim management .

Interim CFO Jobs

Interim CFO jobs play a vital role in our clients’ change and transformation agenda. Often brought onboard alongside a permanent counterpart, we look for CFOs who bring rare experience and expertise to bare – whether around M&A, Financial Turnaround, commercial innovation, funding streams or a range of other areas.   

Practicus has been providing CFOs to clients for well on two decades. Our clients require robust, imaginative and innovative individuals to drive strategic change and underpin the future performance of their business. 

For interim CFO jobs and other interim staffing needs, you can depend on us for a thorough brief and first-class representation. 

Interim CIO Jobs

Interim CIO jobs have never been more important. With IT now underpinning all parts of the private and public sector, its influence continues to thrive.

Progress around AI, machine learning, automation, IoT, apps, social networks, big data analytics and the cloud is rapid and fast expanding. At the same time, organisations have never faced more threats based  security and privacy threats are increasing around technology. As the surface area of digital contact continues to expand so do these threats multiply. And this is in addition to challenges of supporting the needs of organisations that are growing, contracting and seperating and increasingly bogged down with technical debt and legacy systems.

The Interim CIO job is a challenging role requiring only the most capable, confident and compelling talent. 

That’s who we represent. We work with some of the most complex, geographically disperse and technologically diverse companies in both the public and private sector to provide interim resources . 

Live interim Jobs

To see the live interim assignments we are recruiting for please click on the button below. You can also set up an account to apply and upload your CV. 

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Understanding the Pros and Cons of an Interim Assignment vs. Employment

Have you ever wondered what working as an interim professional would be like? Do you think this type of job would be what you need?

Admittedly, contract, gig, or interim work is not for everyone. This approach to filling critical positions has existed in healthcare for quite some time and contract nursing positions have been around for many years. Employers reach out to agencies providing contract nurses to fill open positions due to a variety of reasons. Since the beginning of the pandemic, additional positions have now been added to the mix that are filled on an interim or contract basis. Senior leaders such as Chief Financial Officers (CFO), Chief Operating Officers (COO), Regional Directors, and other executive level positions are now, on occasion, being filled on a contractual basis.

This type of work can be very attractive to some – but it’s not for everyone. If you are someone who likes the diversity of work locations, assimilates into established work teams, and prefers to be in one place for a defined amount of time, then contract work may be for you

Often, contract work means working as an independent contractor (IRS Form 1099) which brings with it a host of additional requirements for the contracted worker, such as being an outstanding record keeper, detailing mileage to and from the work location, depreciation of your vehicle and expenses for any “special” work-related items required by the client (special clothing, or equipment required). Working as an independent contractor may also mean short or long assignments, with or without the possibility of becoming an employee of the client.

However, working contract assignments, or gig work does have advantages for some people.

Below is a short list of the pros and cons of interim or contract work.

If you are searching for an interim assignment, please reach out to LW Consulting, Inc. We have placed interim consultants with a variety of organizations and would welcome the opportunity to work with you.

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The stages of an interim management assignment

The following stages show the assignment lifecycle by which interim managers and executives enter, engage with and exit their assignments. The early stages have much in common with consultancy, as the later stages have with project management, but the combination of insightful analysis and results-driven implementation is the differentiating hallmark of the interim management approach.

The prospective client and interim manager make initial contact and explore the requirement sufficiently for the client to be able to decide whether or not to engage the interim manager to address the presenting situation. This is likely to involve a preliminary assessment of what the client thinks they want and the boundaries, scope and responsibility of the interim manager’s contribution. Typically this discussion unfolds over one or more initial meetings and results in the interim manager’s provisional engagement.

2. Diagnosis

The interim manager researches the current situation in order to understand it, how it came about and the requirements and perspectives of various stakeholder groups. At this stage a more detailed understanding of the situation is formed as well as possible ways to address it. Issues or problems different from those initially highlighted by the client may come to light at this stage. Diagnosis may run concurrently with the handling of immediate issues and usually takes a few days to complete.

3. Proposal

Using their expertise and experience, the interim manager presents a more detailed proposal based on what was found during the ‘Diagnosis’ stage to act as the interim assignment’s objectives and plan. The proposed solution may change significantly from that which was initially envisaged at “Entry’ stage and it is possible that it may challenge the sponsor’s understanding of the situation. However, expecting to be judged by results, the interim manager proposes the solution most likely to be effective.

4. Implementation

The interim manager takes responsibility and authority for leading the intervention, project, or solution, tracking progress and conducting periodic feedback reviews with the sponsor. Focused on the task in hand, they get as close to the situation as is necessary, whilst remaining an independent practitioner. They may be leading teams, projects, dealing with crises or transformations or filling a management or executive gap with added value expertise, professionalism and effectiveness.

As the assignment comes to an end, the interim Manager, will ensure that objectives have been met and that the client is satisfied. This stage may involve the finalisation of knowledge and skills transfer, sourcing effective successors for the long term, and sharing lessons learnt in the process. Because the interim manager is focused on the success of the assignment and not simply the length of their own tenure, this stage will be carried out professionally and thoroughly. Finishing the engagement may mark the end of the interim manager/client relationship and sometimes interim managers continue to be asked to give occasional consultancy and trusted advice, depending on the needs of the situation.

Interim managers arrive as if in a helicopter, viewing the scene with clear perspective. Then with a target in mind they land and lead work activities ‘on the ground’. Then when the tasks are done they fly off into the sunset.

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